POSITION DESCRIPTION

POSITION INFORMATION

POSITION TITLE: Senior Regional Manager

WORK AREA POSITION CODE: 1INT8116NNYA

FUNCTIONAL UNIT: International Marketing and Recruitment

ORGANISATIONAL UNIT: ACU International

CAMPUS: MacKillop campus, North Sydney

NOMINATED SUPERVISOR (TITLE): Associate Director, International Marketing and Recruitment

CURRENT CLASSIFICATION: HEW Level 9

EMPLOYMENT TYPE Full-time, Continuing

A period of probation may be attached to this position.

REMUNERATION & BENEFITS: A range of generous conditions of employment and entitlements are
provided to staff some of these include: generous leave conditions;
flexible working conditions; comprehensive Staff Development
Programs; salary packaging benefits as a rebate able employer;
reward and recognition programs.

SUPERANNUATION: The University will contribute an amount equivalent to 9.25% or 17%
of your gross annual salary to superannuation dependant on salary
level, length of appointment or age.

DATE DEVELOPED/ REVIEWED December 2013





BACKGROUND

Australian Catholic University is a publicly funded university, open to all, irrespective of religious beliefs. It is
committed to a strong Catholic ethos and seeks to foster and promote teaching and learning, research and
scholarship, and community engagement in the Christian tradition.

The University chooses to focus on areas of teaching and research that are closely connected with its particular
character as a University that is Catholic, and that is public and national. The focus areas are Theology and
Philosophy, Health, Education and, the Common Good and Social Justice.

The University has approximately 24,800 students and over 1,680 staff. Australian Catholic University (ACU) has six
campuses: St Patricks in Melbourne, Aquinas in Ballarat, Mount Saint Mary at Strathfield and MacKillop in North
Sydney, McAuley at Banyo in Brisbane and Signadou in Canberra. The Vice-Chancellor's Office is located in North
Sydney.

The structure to support this complex and national University consists of:
Provost
Deputy Vice-Chancellor Research
Deputy Vice-Chancellor Students, Learning and Teaching
Chief Operating Officer
Each portfolio consists of a number of Schools, Directorates or Institutes;
Five Associate-Vice-Chancellors or Campus Deans that focus on the Universitys local presence and
development of the University at the local campus level;
A Directorate of Identity and Mission that drives both the Identity and the Mission of the University and includes a
number of Institutes and Directorates
Marketing and External Relations that leads the Universitys marketing, student recruitment and communications
functions.
ACU International that has responsibility for internationalisation, international marketing and student recruitment,
international admissions, compliance, international partnerships and collaboration, student mobility, and English
language programs
ACU International has national responsibility for the ACUs Iinternationalisation activities including international strategic
partnerships, recruitment, admission and ongoing support for international students at ACU. The office of the Executive
Director, International is located in North Sydney with offices also located in Brisbane and Melbourne. ACU International
is also responsible for incoming and outbound exchange and study abroad programs and provides support and social
activities.

For further information visit the ACU website at www.acu.edu.au/about_acu/our_university/the_core.


POSITION PURPOSE




POSITION PURPOSE

ACU International requires a Senior Manager to manage the significant elements of the national marketing
and recruitment activities to attract a diversified population of international students to the Australian
Catholic University and support ACUs internationalisation strategies and objectives across regions of
responsibility. The role will provide strategic advice on marketing and recruitment activities both onshore
and offshore, international partnership development and support, and supervise a small but motivated team
of international marketing professionals. The position has designated regional and/or country accountability
and will liaise with various international and external stakeholders, and is accountable for achieving key
strategic objectives in the allocated regions.


POSITION RESPONSIBILITIES

The Manager will:

- Oversee the development and delivery of effective and efficient marketing, recruitment and regional
partner engagement plans designed to meet the objectives of ACUs Internationalisation Strategy.
- Provide strategic and operational advice to the ACU International leadership team on aspects of
international student recruitment and marketing including current markets and future market
opportunities.
- In liaison with the Associate Director, International Relations and Partnerships, support the
Universitys international partnerships plan by supporting activities with current partners, and
identifying and developing new partnership opportunities that align with the Universitys strategies.
- Plan all strategies to ensure the timely, efficient and effective marketing of the University to
international students and achievement of key enrolment targets.
- Effectively market ACU programs to overseas students using a multi-channel marketing approach
including making personal contact with overseas and local institutions and ensure effective
communication with all stakeholders on all issues relating to international programs including
ELICOS and pathway programs.
- Management and coordination of onshore recruitment within state specific territories and other
geographic regions within Australia.
- Manage the development of regional marketing teams and in conjunction with the Associate
Director, International Marketing and Student Recruitment, oversee the effective development and
delivery of international marketing initiatives.
- Have a comprehensive knowledge of the unique selling points of the University as well as an in-
depth understanding of the features and benefits of ACU academic programs and other elements of
the university experience relating to international students.
- Maintain and develop quality management of international procedures including those that
contribute to development of best practice and innovation in marketing, recruitment and partnership
activity.
- Provide advice and guidance on the legislative environment pertaining to international students and
the implications of this on international marketing and recruitment activity.
- Ensure effective feedback mechanisms are developed and implemented to ensure feedback from
students and clients is received and evaluated to input into continuous improvement cycle.
- Support and maintain communication and working relationships with all staff at all campuses.
- Promote with staff a culture of high level client service and of continuous improvement and the
effective communication with all stakeholders on all issues pertaining to overseas students.
- Recruit, mentor, supervise and manage staff as required.
- Actively contribute to the development and implementation of improved systems and procedures
across ACU International.
- Provide advice and operational direction to staff on marketing recruitment and partner engagement
issues.
- Represent the ACU International leadership team on a state basis as and when appropriate.
- Any other duties as directed by the leadership team of ACU International.




LEADERSHIP COMPETENCIES

The identified leadership competencies to perform effectively in the role, along with the required technical skills,
knowledge and experience, will be used to assess the staff members suitability for the role.

For a full description of the competencies at each level refer to the reference at the end of this document.

This section identifies the competencies required for all leadership positions at ACU.

Leadership positions include all positions designated as team leaders, managers and supervisors. Other leadership
positions include roles that do not manage staff but are considered to have critical roles in influencing outcomes or the
behaviour of others.

Positions without a leadership role do not need to complete this section.

Click on the hyperlinked headings to read the full description of the competencies at each level. For each competency
relevant to the position, indicate the level of performance required to be consistently demonstrated in order to be
effective in the role.

Preserves our Essential Character
Displays Integrity Delivers Excellence Demonstrates Interpersonal Understanding
Demonstrates confidence and courage in
achieving ACUs Mission, Philosophy and
Values.
Takes personal accountability for achieving
high quality outcomes.
Actively listens to understand others thoughts,
feelings and concerns.

1. Acts in a manner consistent with ACU
Mission, Philosophy and Values

1. Takes accountability for delivering
results

1. Listens and responds appropriately to
others

2. Acts on ACU Values even when it is
hard to do

2. Acts to make incremental
improvements

2. Shows genuine interest in others

3. Acts on ACU Values even when
significant cost or risk is associated
with doing so

3. Sets and works towards stretch
goals

3. Understands and anticipates others
emotions

4. Creates an environment that nurtures
integrity in others and the
achievement of ACUs Mission,
Philosophy and Values

4. Takes calculated risks

4. Develops a deep understanding of
others

Works Collaboratively
Works in Teams Leads and Develops Others Influences Effectively
Sees the benefit of collaboration and works
cooperatively across ACU to deliver shared
goals.
Energises and develops ACU staff. Creates a
climate in which our staff want to do their best.
Gains the support of others for courses of
action that benefit the University.

1. Co-operates

1. Provides clarity

1. Communicates based on facts and
logic

2. Seeks input

2. Enables the team to function
effectively

2. Tailors approach to the audience or
situation

3. Collaborates

3. Engages and empowers the team

3. Influences others using appropriate
communication strategies

4. Builds a collaborative environment

4. Communicates a compelling vision
and sense of purpose

4. Uses complex influencing strategies

Leads our Future Success
Displays Business Acumen Demonstrates Confidence Leads Change
Recognises that ACU is a business and seizes
opportunities to improve the commercial
viability of the University.
Displays the inner confidence to take risks and
make timely and effective decisions. Shows
confidence in own judgment and actions.
Displays openness and resilience to change,
inspires others to change and acts to make
change happen.

1. Understands the importance of
commercial success

1. Acts confidently

1. Accepts and understands change

2. Demonstrates some awareness of
commercial implications

2. Displays self belief

2. Adapts working practices

3. Focuses on commercial outcomes

3. Stands up for own views

3. Advocates for change

4. Creates new commercial
opportunities for ACU

4. Shows great courage

4. Prepares the ground for change



SKILLS, KNOWLEDGE AND EXPERIENCE

Essential

1. Completion of a postgraduate qualification in marketing/international relations or a related area.
2. Extensive experience in an international student marketing role, preferably in a tertiary environment including
proven success in strategic planning including implementing and evaluating marketing strategies.
3. Extensive management experience with demonstrated high level interpersonal skills.
4. Demonstrated ability to display business acumen by recognising and seizing opportunities to improve the
commercial viability of an organisation.
5. Experience in transnational education, developing articulations and institutional partnerships.
6. An awareness of issues and factors affecting the Australian Higher Education sector.
7. Sophisticated cross-cultural awareness and demonstrated ability to effectively influence and persuade
stakeholders and represent the organisation in diverse countries.
8. Well developed skills in gathering, maintaining, analysing, reporting on and presenting information in a variety of
formats for a variety of purposes.
9. Demonstrated planning and organisational skills, with the ability to manage a number of events / projects at one
time, achieve required outcomes and meet deadlines in a high-pressure environment.
10. Ability to think strategically and develop long-term plans and strategies and to develop and support a culture of
innovation, motivation and high customer service levels across a team.
11. Demonstrated skills in problem solving and seeking effective outcomes to meet a business requirement.
12. Ability and willingness to travel nationally and internationally, sometimes for prolonged periods of time.
13. Applicants should demonstrate awareness of the Universitys Mission and Catholic ethos and demonstrate an
understanding of how this role serves the Mission.
14. Applicants should demonstrate commitment to cultural diversity and ethical practice principles, and demonstrate
knowledge of equal employment opportunity and workplace health and safety, appropriate to the level of the
appointment.

Desirable

1. Established personal networks of overseas representatives and partners.
2. Experience of managing teams in an international environment.
3. Fluency in a language other than English.

Additional Information about ACU, our Organisational Structure and working at ACU can be obtained from our website
www.acu.edu.au/careers.

ACU Leadership Competency Framework (reference)

Preserves our Essential Character
Displays Integrity
Demonstrates confidence and courage in achieving ACUs Mission, Philosophy and Values.
1. Acts in a manner consistent with ACU Mission, Philosophy and Values
Understands and can articulate ACUs Mission, Philosophy and Values
Takes pride in being trustworthy
Deals with others in an open and honest manner that fosters trust
Talks without judgment
2. Acts on ACU Values even when it is hard to do
Confidently represents ACUs Mission, Philosophy and Values where there is divergence
Conveys compassion and honesty in difficult situations and even when it may hurt a trusted rel ationship
Recognises own mistakes and publicly admits to having made them
Recognises and acknowledges ACU Mission in action
Encourages growth in understanding and commitment to the ACU Mission
3. Acts on ACU Values even when significant cost or risk is associated with doing so
Challenges influential persons or those in senior positions to act on ACU Values or for displaying unprofessional or unethical behaviour
Is honest with others where there is a personal cost or risk involved
Makes sure there is full disclosure, mentioning the costs or drawbacks and the advantages of a situation
Consistently models and makes decisions aligned with ACU Mission, Philosophy and Values
4. Creates an environment that nurtures integrity in others and the achievement of ACUs Mission, Philosophy and Values
Generates excitement, enthusiasm and commitment to ACU Mission , Philosophy and Values that encourage growth in understanding and
commitment to the ACU Mission
Makes sure that decision making within work groups fosters achievement of the ACU Mission
Sets high standards for University-wide integrity, including speaking out in instances where behaviours are inconsistent with the ACU Mission
Employs processes that help people integrate ACU Values in their decision making

Delivers Excellence
Takes personal accountability for achieving high quality outcomes.
1. Takes accountability for delivering results
Has a can do attitude at all times
Sticks with assigned roles and tasks until completion does not give up easily
Expresses determination to do the task well or right
2. Acts to make incremental improvements
Takes action or recommends ways to improve performance without being directed to do so
Makes specific changes to improve performance
Looks for new or better ways of doing things
3. Sets and works towards stretch goals
Sets stretch goals/targets (challenging but achievable) with relevant metrics for self and others; works hard to meet them
Identifies opportunities to exceed goals and works towards them, even in difficult circumstances
Sets out to achieve something that has not been done before
Defies inertia and conventional wisdom to make change happen
4. Takes calculated risks
Consistently makes decisions, sets priorities or chooses goals based on an explicit consideration of the costs, benefits and risks
Evaluates where things could go wrong, thinks through all the contingencies and then takes a calculated risk to achieve long-term improvement
Commits significant resources, and/or time, in the face of uncertainty to achieve significant, quantified benefits for the University

Demonstrates Interpersonal Understanding
Actively listens to understand others thoughts, feelings and concerns.
1. Listens and responds appropriately to others
Pays attention and listens
Takes time to build rapport
Respects others and how they are feeling
2. Shows genuine interest in others
Has awareness of and relates to people from diverse backgrounds
Sees things from other peoples perspectives
Shows genuine interest in the feelings, needs and concerns of others
Seeks to understand both what the person says and how they feel
3. Understands and anticipates others emotions
Anticipates how people will feel and act, based on actively listening to them
Awareness of and responsive to the emotional states and responses of others
Takes into account people's different styles, personalities, and their unspoken thoughts and feelings
ACU Leadership Competency Framework (reference)

4. Develops a deep understanding of others
Develops a deep understanding of other people's ideas, behaviour and perspectives
Recognises the underlying or long-term causes of behaviour
Continually updates, refreshes and checks the accuracy of own understanding
Understands others who are different from oneself, recognising excellence when it looks different from what one expected

Works Collaboratively
Works in Teams
Sees the benefit of collaboration and works cooperatively across ACU to deliver shared goals.
1. Co-operates
Sees success as University-wide, rather than focusing solely on the success of own work unit/directorate/faculty or location
Is a team player; shares information and sees the benefits of working as a team
Keeps others informed and up-to-date about what is happening
Promotes a friendly, cooperative environment
2. Seeks input
Genuinely values the input, expertise and experience of others
Recognises and rewards the contributions of others
Asks others for their views and opinions when making decisions and plans
Seeks to understand the perspectives of others
3. Collaborates
Forges connections and maintains effective relationships across the University
Considers the impact of decisions/priorities for other work units/directorates/faculties or locations
Supports wider University initiatives
Puts the goals of the University ahead of individual needs/wants
4. Builds a collaborative environment
Builds an environment of collaboration across the University by promoting shared goals
Shares resources and expertise to achieve overall ACU objectives and encourages others to do the same
Sees and works towards possible synergies across the whole University

Leads and Develops Others
Energises and develops ACU staff. Creates a climate in which our staff want to do their best.
1. Provides clarity
Engages in regular communication with staff and provides rationale for decisions
Identifies clear work priorities for the team
Gives specific instructions and/or on the job training
2. Enables the team to function effectively
Creates the right conditions to enable the team to perform at its best e.g. provides appropriate structure, hires appropriate people, supports
attendance at induction, conducts teamwork meetings/activities, manages performance with fairness (career development), awareness of
workload implications
Celebrates success, openly recognises individual and team achievement and gives credit where credit is due
Delegates; pushes tasks and decisions down without deferring responsibility
Supports team members, especially during difficult times, e.g. takes time to discuss their concerns and answer their questions
3. Engages and empowers the team
Empowers the team by giving real ownership for delegated activities
Clearly and consistently communicates the key priorities and how they link to ACUs strategy
Gives specific constructive feedback for developmental purposes
Has high visibility as a leader beyond locational boundaries
4. Communicates a compelling vision and sense of purpose
Provides a clear vision of ACU future success which is compelling and engaging
Believes in the vision and inspires confidence in the vision
Talks about possibilities; is optimistic about the future
Provides in-depth mentoring, coaching or training

Influences Effectively
Gains the support of others for courses of action that benefit the University.
1. Communicates based on facts and logic
Uses analysis, data, research and concrete examples to present arguments and recommendations
Communicates a similar argument to various parties rather than adapting to meet their specific needs
Writes and speaks clearly and concisely
Conveys facts, concepts and technical information using terms that most people can understand

ACU Leadership Competency Framework (reference)

2. Tailors approach to the audience or situation
Adapts style, language and context to suit the audience
Anticipates and prepares for others reactions
Listens to and is sensitive towards others agendas, concerns, interests and views; adapts approach accordingly
Tries a different approach if the first attempt to gain buy-in fails
3. Influences others using appropriate communication strategies
Uses chains of influence e.g. asks A to persuade B who will persuade C
Uses third parties to persuade
Takes two or more steps to influence, with each step tailored to the specific audience
Responds appropriately to feedback in real time; can think on their feet when seeking to influence others
4. Uses complex influencing strategies
Thinks through how to influence over time and develops deliberate influencing strategies
Builds a breadth of internal and external relationships, networks and alliances and leverages these to build and sustain support
Builds support for ideas through informal stakeholders
Uses an in-depth understanding of the interactions within a group to move towards a specific outcome

Leads our Future Success
Displays Business Acumen
Recognises that ACU is a business and seizes opportunities to improve the commercial viability of the University.
1. Understands the importance of commercial success
Understands that ACU is a business that obliges leaders to think commercially
Works as directed towards financial goals does not waste financial or other resources
Treats ACU resources as if they were their own; asks how can they make every dollar count
2. Demonstrates some awareness of commercial implications
Shows basic understanding of how resources (time, materials, staffing etc) link to commercial outcomes
Works to achieve budget or control costs
Understands the costs and profit drivers of own work unit/directorate/faculty or location and how own area contributes to ACUs broader
commercial success
3. Focuses on commercial outcomes
Identifies ways to improve effectiveness of own work unit/directorate/faculty or location
Applies financial and risk assessment techniques to evaluate commercial opportunities
Focuses on ways to improve profitability and efficiency
Mobilises resources to capitalise on present and future opportunities
Looks at external benchmarks e.g. what other universities are doing to improve commercial success
4. Creates new commercial opportunities for ACU
Generates new profit-making initiatives while applying the disciplines of risk and return criteria
Drives and encourages commercial behaviour within the University
Creates new commercial opportunities through cross-unit collaboration or external partnerships
Finds new ways to maximise profitability and efficiency
Takes a University-wide view of potential commercial opportunities

Demonstrates Confidence
Displays the inner confidence to take risks and make timely and effective decisions. Shows confidence in own judgment and actions.
1. Acts confidently
Makes appropriate decisions without asking others
Acts quickly in uncertain situations; is decisive
Presents self confidently
2. Displays self belief
Explicitly states confidence in own judgment or abilities, and has the track record to back this up
Speaks of own strength and capabilities based on realistic self assessment
Expresses opinion openly
3. Stands up for own views
Stands up for own views under pressure e.g. in a conflict or with powerful others
Remains composed even when challenged
Is prepared to be the lone voice; stops excessive debate and makes an informed decision
Confidently takes on and seeks out challenging opportunities
4. Shows great courage
Willingly takes on extremely challenging tasks
Holds out for what is believed to be right for the University even when significant risk is associated
Takes well-considered and ethical entrepreneurial risks to drive sustainable business results
Monitors situation and takes action to mitigate risks

ACU Leadership Competency Framework (reference)

Leads Change
Displays openness and resilience to change, inspires others to change and acts to make change happen.
1. Accepts and understands change
Listens with an open mind to others when they propose new solutions and different ways of doing things
Demonstrates willingness to change ideas or perceptions based on new information or ideas
Recognises the driver for change: internal/external
2. Adapts working practices
Makes changes to the way in which work is carried out but not what needs to be done i.e. changes how to accomplish the goal or outcome
Challenges the status quo; is not constrained by routine and the way things have always been done
Cascades the impact of a change into working practices and processes for the staff in a work unit/directorate/faculty or location
3. Advocates for change
Encourages others to be flexible and understand the impact of and benefits of change
Is enthusiastic and energetic about potential changes
Presents the business case for change
Uses both logical and emotional reasoning to gain the buy-in of others
Communicates the need for change/driver of change
4. Prepares the ground for change
Inspires others to embrace change with enthusiasm and energy
Champions and facilitates the development of highly innovative ideas
Creates a sense of urgency for change when appropriate
Anticipates and take actions to address the emotional impact of change
Recognises and reinforces the behaviours of those who embrace the change